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ACKNOWLEDGEMENTS
On behalf of Emthanjeni Municipality I would like to express my gratitude to all those who participated in the IDP Review Process (2010 / 2011).
Among the key contributors to the work, we note the following:
• The residents and stakeholders of Emthanjeni Municipality who participated in the Community Input Sessions.
• All the Emthanjeni Municipality Councillors.
• All the staff in the Directorates of Emthanjeni Municipality.
• The IDP/ Budget and PMS Representative Forum Meetings, which were held in De Aar , in November 2009 and 23 March 2010 respectively.
• The Executive Committee and IDP / Budget Steering Committee, for providing overall direction.
Executive Committee and Infrastructure Economic Development Committee:
BK Markman Mayor / Chairperson (Exco) GL Nyl Councillor / Chairperson (EDC) EG Hendricks Councillor
M Malherbe Councillor
Emthanjeni IDP / Budget Steering Committee:
I Visser Municipal Manager FM Manuel CFO
BS Siwa Director Corporate, Community and Development Services F Taljaard Director Infrastructure and Housing Services
JRM Alexander Manager Corporate Services
CP Appies Manager Housing and Project Management MR Jack Manager Development
W Lubbe Manager Technical Services H van der Merwe Manager Financial Services XG Sthonga Chief Traffic Officer
Sclemmer Unit Head Britstown T Msengana Unit Head Hanover
MR Dyushu Manager in the Mayor’s Office CW Jafta LED / IDP Coordinator
Overall support to the process was provided by the Municipality’s IDP unit and Budget Office led by the CFO.
Finally, the Office of the Municipal Manager coordinated the IDP review process.
ISAK VISSER
MUNICIPAL MANAGER
IDP list of Contents
1. Introduction 1
1.2 Basis for the IDP 2
1.3 Process Followed: Steps and events 3
1.4 Self-Assessment of the Planning Process
2. The Situation
2.1 Emthanjeni Municipality Profile: Basic facts and figures 4-36 2.2 Summary of community and stakeholder priority issues
2.3 Priority issues from a Municipal Perspective 2.4 Spatial analysis: Patterns and trends
2.5 Social analysis: Poverty situation and gender-specific issues 2.6 Economic analysis: Major risks and trends
2.7 Environmental analysis: Major risks and trends
2.8 Institutional analysis: Strengths and weaknesses of the municipal administration
2.9 Priority issues in context: Summary reports on in-depth analysis
3. Municipal Context of Priority Issues/Objectives and Strategies 37-40 3.1 The Municipal Vision & Mission
3.2 Self assessment and key learning points of the planning process 3.3 Community and stakeholders priority issues
3.4 List of community and / stakeholder priority issues
3.5 Key Performance Areas (Including objectives, available resources
alternatives taken into consideration, assessment and proposed strategy) 3.6 Municipal Priority Issues / Objectives and Strategies 40 4. Operational Framework and Strategies 41-45
5. Integrated Sector Plans 46-47
6. List of Project Per Key Performance Areas 48-59
Annexure
A. IDP / Budget / PMS Representative Forum B. Spatial Development Framework
C. Organizational Structure D. HIV/AIDS Policy
E. State of Council Vehicles F. Economic Strategic Profile
G. Integrated Waste Management Plan Summary H. Emthanjeni Process Plan 2010 / 2011
I. Emthanjeni IDP Evaluation framework 2010 J. Tourism Strategy
K. Interim LED and Marketing Strategy L. Municipal Turn Around Strategy 2010 M. Housing Plan
Executive Summary
1. INTRODUCTION
The Integrated Development Plan is a five year strategic development tool which guides planning, budgeting, implementation and annual review of performance in line with plans. The purpose is to identify priority issues in conjunction with the communities, in order to optimize the deployment of municipal resources and funding in attempting to address these issues.
The first IDP was approved in 2001 with an annual review every year thereafter. The IDP is the Municipality’s principal strategic planning instrument, and guides and informs all planning, budgeting, management and decision-making of the Municipality.
This plan was developed in terms of the Municipal Systems Act 32 of 2000 and its regulations. Chapter 4 of the Municipal Financial Management Act provides that the Mayor should compile a budget programme to ensure community participation in the process. To achieve this, Council approved a budget programme and process plan aligning the Budget, IDP and Performance Management System (PMS) Review for 2010 / 2011. The emphasis for this year IDP Review will be on community consultation and participation as outlined in the Process Plan to include intensive outreach programmes to inform the community about the IDP priorities. The consultative and analysis processes must however be enhanced and strengthened in the 2006-2011 IDP. Council Meets the People were also used as a baseline to get inputs from the communities.
The programme are intended for all seven wards and this document as presented, represents and incorporates, amongst others, the following aspects:
(a) Comments received from the community and various role-players in the IDP process;
(b) Comments received from the MEC for Local Government in the Province;
(c) Areas requiring additional attention in terms of legislation requirements;
(d) Areas identified through self-assessment;
(e) The implementation of Performance Management System (PMS);
(f) The adoption of the Spatial Development Framework (SDF);
(g) The update of the list of projects; and
(h) The preparation and update of the sector plans.
The Municipality sees this Plan as instrumental in its efforts to become more
developmentally orientated. Despite all the positive outcomes, mistakes were also made in the previous rounds of IDPs, but this Municipality increased its efforts to correct
these mistakes in subsequent review processes and will continue to strive towards its vision of being:
“… We, Emthanjeni Municipality, commit ourselves to a humane and caring society, living in a healthy and secure environment, conducive to sustainable economic development.”
2. HOW TO READ THIS DOCUMENT
The complexity and magnitude of the IDP process, makes it very difficult to capture all its events in one single document. Trying to do this will result in a very elaborate document, not being user friendly and not giving credit to the process. The breakdown of information for the issues and needs as identified by the communities in the various residential areas of the municipal area are contained in the minutes of the IDP Process.
To overcome this problem it was decided to take minutes of the process, to make these minutes available at the subsequent council meetings and at the end of the process only capture the results in one document, which is the Integrated Development Plan.
Doing it in this manner also resulted in the Municipality being able to reflect on the particular process it went through, building on the positive and trying to rectify the mistakes during the following phase. For the purposes of this document, the same strategy was followed.
More information on the process from the beginning in 2001 is therefore available in the following documents, at the Municipality:
2.1 The Process Plan of the Municipality:
The process plan focuses on the organizational arrangements for the planning process and indicates the time-frames and community participation process of Emthanjeni. This was done in line with the guidelines set out in the Municipal Finance Management Act and concrete efforts were made to align the planning and budgeting processes.
2.2 Existing Information and Municipal Level Analysis
This document focuses on the basic facts and figures relating to the present situation, trends and dynamics in the Emthanjeni Municipal Area based on statistical information obtained from the 2001 census survey. Information like population figures, service backlogs, population density, etc. are captured in this document.
According to the 2001 census statistics the total population Emthanjeni area is 35549 which constitute 22% of the district population. There exists a need for a current reality / social-economic survey to ensure accurate statistical information for Emthanjeni.
2.3 Section A: IDP Process, Introduction
This section focuses on the purpose of the document and the legal standing of the IDP.
The section further identifies the basis for the IDP and clarifies the process followed with review. During the planning process each phase poses unique challenges to ensure that the output of one phase ads sufficient value in the next phase.
The IDP planning process and the subsequent IDP document is merely a means to an end. The expected end is the implementation of projects that will maintain or improve the quality of life in the municipality. The implementation involves various municipal departments that deliver services in an integrated manner based on priorities and available resources.
2.4 Section B: Situation Analysis
This section deals with the existing situation. It provides an overview of the situation in Emthanjeni and focuses on new developments. It contains the departments of the municipality that was developed and approved and focuses on the developmental objectives formulated for the municipality.
It focused on the analysis of the type of problems faced by people in the municipal area.
The issues range from lack of basic services, crime, unemployment, HIV/AIDS, poverty etc.
2.5 Section C: Municipal context of priority issues /objectives and strategies
The section outline the priorities of the community and the objectives and strategies agreed upon. The problems identified are weighed according to their urgency and importance to come up with those to be addressed first – priority issues. People be affected should be involved in determining the problems and the extension of the problems.
2.6 Section D: Operational Framework and Strategies
The section sets out the institutional arrangements, developed by Emthanjeni Municipality to operationalize the delivery of its mandates, in terms of the constitution and municipal legislation.
When the municipality understands the problem, affecting the people of the area it causes it must formulate the solutions to address the problems.
2.7 Section E: Integrated Sector Plans
The section focuses on all integrated programmes and plans developed by the municipality. Once the projects are identified the municipality must make sure that they are in line with the municipal’s objective and strategies and also with the resources framework and comply with the legal requirements.
2.8 Section F: Project per Key Performance Areas
The section is about the identification of suitable projects and the designing of these projects. It further sets out each individual project designed and possible funding sources are highlighted. The list of projects must be linked to strategies. The identification of projects represents the next strategic step closer to implementation.
3. PUBLIC PARTICIPATION
The Local Government Municipal Systems Act, (32 of 2000) requires that all municipalities develop a culture of participatory governance by putting in place mechanisms and procedures that allow for public participation in the affairs of the Municipality, including the IDP Process. Central to this is the need for community members to be well informed about the affairs of the municipality at all times and to take part in the decision-making processes of the council. This, however, poses a great challenge to the municipality.
To address this, the Council set up Ward Committees and an IDP Representative Forum as well as an IDP Steering Committee.
In an effort to maximize community participation with the compilation of the draft we were able to do the following:
¾ Council Meets the People Programmes 4 times a year
¾ Ward Committee Meetings
¾ IDP / Budget input meetings
¾ Partake in the SMME information sessions
¾ Sectoral Meetings (continuous) with emerging farms, tourism sector, etc All the inputs were consolidated
4. INSTITUTIONAL ARRANGEMENTS
An organizational structure is developed for the process of developing and implementing the IDP. The roles and responsibilities of the entities are described in the illustration and table below.
Executive Committee Council:
Political oversight over the IDP.
Municipal Manager:
Overall responsibility for the IDP.
IDP Co-ordinator:
Responsible for managing the IDP process through:
• Facilitation of the IDP process,
• Co-ordinating IDP related activities, including capacity building programmes,
• Facilitating reporting and the documentation thereof,
• Liaising with the PIMS Centre and Provincial Sector Departments,
• Providing secretariat functions for the IDP Steering Committee and the Representative Forum.
The Chief Financial Officer:
He ensures that the municipal budget is linked to the IDP, responsible for:
Co-ordinating the budget implementation in a manner aimed at addressing the issues raised in the IDP,
Development of the 5-year municipal integrated financial plan.
IDP Steering Committee:
This committee meets monthly.
It is responsible for IDP processes, resources and outputs,
It oversees the monthly status reports that are received from departments,
It makes recommendations to Council,
It oversees the meetings of the IDP Representative Forum,
The committee is responsible for the process of integration and alignment.
Oversee effective management of the IDP Process
Contribute to the assessing of needs & prioritising
Ensure proper organisational linkage with the Budget
Ensure the terms of reference of the Steering Committee steers the interlinking of IDP with Budgeting Processes
Services as a resource to the Representative Forum by advising & integrating the forum inputs.
Evaluation workshops for IDP/ Budget / PMS alignment IDP Representative Forum:
It forms the interface for community participation in the affairs of the Council
Operates on consensus basis in the determination of priority issues for the municipal area
Participates in the annual IDP Review Process
Meets twice a year to discuss progress and shortcomings
All the wards within the municipal area must be represented on this forum through the Ward Committee Members
Shared Services (PIMS Centre):
Situated at Pixley ka Seme District Municipality
This Services Centre is there build capacity in the municipalities with the development of their IDPs and related matters.
The centre plays a significant role in supporting the local municipality
It contributes to the IDP process by facilitating activities and processes, especially during difficult times.
Facilitates the process of alignment amongst the municipalities in the district and the various other sector departments.
5. ALIGNMENT
In terms of the Municipal Systems Act development strategies must be aligned with national and provincial sector plans as well as planning requirements. It also envisages that a single inclusive and strategic plan must be adopted which links, integrates and coordinates plans.
The municipality realized that good effective alignment would result in successful implementation, whilst a failure to align might result in a total collapse of the implementation of the IDP. The municipality tried to ensure alignment with the assistance of the Shared services Centre located at the Pixley Ka Seme District Municipality and the involvement of the sector departments in the IDP Representative Forum.
6. SPATIAL DEVELOPMENT FRAMEWORK
Emthanjeni Municipality developed a Spatial Development Framework during the 2004/5/6 financial year. This framework was adopted by Council in February 2007 and will serve now as a guide for spatial development within the Municipality. The review will unfold annually. However, it is important to note that the current spatial framework is the legal guiding document for future development.
7. INTEGRATED ENVIRONMENTAL PROGRAMME
This programme was finalized during the 2002 financial year. Implementation remains a challenge as we do not human resource capacity to oversee and monitor.
8. INTEGRATED LOCAL ECONOMIC DEVELOPMENT PLAN
The Municipality has procured the service of a service provider. Draft strategy is with the municipality. LED Strategy was adopted by Council.
9. INTEGRATED INSTITUTIONAL PROGRAMME
CAPACITY BUILDING
Part of the Institutional Programme is capacity building amongst officials and Councillors. It is acknowledged that the dynamic environment of local government poses new challenges on a daily basis to the officials and Councillors of this Municipality. The municipality has appointed an official who is responsible for skills development and the skills development programmes. The official underwent intensive training in that regard. We further also have enormous contribution from SALGA in relation to councillor training.
HUMAN RESOURCES
The successful implementation of this IDP depends on the institutional capacity of the Municipality. A functional organogram of Emthanjeni was finalized and is also part of the integrated sector programmes. This will be reviewed with the review of the strategic plan of the municipality.
The municipal functions are divided in the following Directorates, reporting directly to the Municipal Manager – Isak Visser.
Chief Financial Officer: MF Manuel
Director Corporate, Community and Development Services: Ms BS Siwa Director Infrastructure and Housing Services: FD Taljaard
INSTITUTIONAL CAPACITY vs THE IDP
Directors are in a process of identifying training needs for their departments in relation to departmental KPA’s which are informed by IDP and PMS.
10. INTEGRATED HIV/AIDS PROGRAMME
A HIV/Aids Programme / Framework have been formulated and a HIV/Aids Policy was also developed for training Councillor and officials.
11. DISASTER MANAGEMENT PLAN
A plan is in place but must be reviewed, together with Pixley ka Seme District Municipality.
12. INTEGRATED WASTE MANAGEMENT PLAN
Plan was adopted in 2008.
13. INTEGRATED TRANSPORT PLAN
This process was delayed due to the provincial transport department failure to assist and lead in the process. We are awaiting the assistance from the district municipality.
We were assured that assistance will be provided within 2010.
14. HOUSING PLAN
The plan was adopted with the housing allocation policy.
15. TOURISM PLAN
The Municipality procured the service of a service provider to develop a Tourism Strategy for the Municipality. The first draft was received from service provider, and subsequently adopted by Council
16. PERFORMANCE MANAGEMENT SYSTEM (PMS)
The White Paper on Local Government (1998) nationally introduced Performance Management System (PMS) as a tool to ensure developmental local government. It concluded that Integrated Development Planning, Budgeting and Performance Management were powerful tools, which could assist municipalities to develop an integrated perspective on development in their areas. Performance management will cover both the institutional performance and municipal wide performance.
The Municipal Systems Act (Act 32 of 2000), requires all municipalities to:
¾ Develop a Performance Management System
¾ Set targets, monitor and review performance based on indicators linked to the IDP
¾ Publish an annual report on performance to the Councillors, staff, the public and other spheres of government.
¾ Incorporate and report on a set of general indicators pre-established nationally by the minister responsible for local government.
¾ Conduct an internal audit on performance before tabling the report.
¾ Have their annual performance report audited by the Auditor-General
¾ Involve the community in setting indicators and targets and reviewing municipal performance.
Emthanjeni Municipality has compiled and approved an organizational PMS framework.
This process was followed by the development of a detailed Performance Management System with key indicators based on the five key performance areas (KPA’s) listed below:
Infrastructure and Service Delivery
• Social and Economic development
• Municipal Institutional Transformation
• Good Governance
• Financial Management and Viability
The KPA’s and key indicators are based on the local priorities and IDP objectives.
Performance agreements were established between the council and the Municipal Manager as well as all Directors. These agreements directly supported the implementation of the IDP process. Individual performance charters are compiled, negotiated and signed by all individuals.
As part of the PMS monitoring and evaluation process, monthly IDP project and programme status reports are compiled by the responsible managers to ensure effective implementation and attainment of the set targets.
17. WATER SERVICES DEVELOPMENT PLAN
The WSDP was completed and adopted by council in 2007, will be reviewed in the coming year.
18. PROJECT PRIORITIZATION
It is about the design and specification of projects for implementation. The Municipality must make sure that the projects have a direct linkage to the priority issues and the objectives that were identified. It must also be clear on the target group (intended beneficiaries). The location of the project, when it will commence and end, who will be responsible for managing it, how much it will cost and where the money will come from.
Targets and indicators are formulated to measure the performance and target of the project.
Note: The project list will be adjusted with the final approval of the IDP and Budget.
19. MUNICIPAL TURN AROUND STRATEGY
A document was adopted with the assistance from COGTA and Provincial COGHSTA to guide Council objectives for the next financial year.
The municipality is required to meet the targets set for December 2010.
SECTION A: INTRODUCTION
1. Emthanjeni Municipality IDP 2010/2011
The Integrated Development Plan, adopted by the Council of the municipality, is the key strategic planning tool for the municipality. It is described in the Municipal Systems Act (MSA) as:
In terms of the MSA, Section 34, a municipality is required to review its IDP annually. Annual reviews allow the municipality to expand upon or refine plans and strategies, to include additional issues and to ensure that these plans and strategies inform institutional and financial planning. The purpose is to identify priority issues in conjunction with communities, in order to optimize the deployment of municipal resources and funding in attempting to address these issues.
The review and management of the IDP thus further develops the IDP and ensures that it remains the principal management tool and strategic instrument for the municipality.
1.1 Purpose of this Document
The document sets out the results of the municipality’s 2010/2011IDP review process, and describes the following:-
The process followed to review the Emthanjeni Municipality’s IDP;
The key informants that have provided the basis for amending certain elements of the IDP;
The amended objectives, strategies, programmes and projects, which have been revised on the basis of the informants identified herein.
The municipality this time around broadened its scope tremendously to ensure better contributions from the public.
35(1) (a)”…the principal strategic planning instrument which guides and informs all planning and development and all decisions with regard to planning, management and development in the municipality”;
(b)“binds the municipality in the executive authority…”
1.2 Basis for the IDP 2010/2011
The IDP 2010/2011 was undertaken as part of the continuous cycle of planning, implementation and monitoring as illustrated in the Figure below.
Figure A.1: IDP Review Process
The IDP Review for 2010/2011 was undertaken within the framework of National, Provincial and District plans and policies, with particular consideration being given to the National Spatial Development Perspective (NSDP), Pixley ka Seme District Growth and Development Strategy (DGDS) and the Northern Cape Provincial Growth and Development Strategy (PGDS).
The amendments contained in this revised IDP for 2010/2011 were formulated on the basis of:
• An assessment of implementation performance and the achievement of IDP targets and strategic objectives – considering the impact of successes and corrective measures necessary to address problems and challenges;
• Review of sector strategies and plans, and cluster analysis reports inform the input of communities;
• Council strategic session outcomes of 2009;
• Changing internal and external circumstances, impacting on priority issues, objectives and strategies;
• Powers and functions of the municipality;
and was concretised through the deliberations of the:
• IDP, Budget and Performance Management Representative Forum
• Public input sessions and sector input sessions
• Management meetings and steering committee meetings
• Emthanjeni Municipality Directorate input 2. Monitoring and Evaluation of
Situation Analysis
3. Objectives, Strategies, KPA’s and Projects
4. Consolidate IDP (Including Operational Plans)
5. Approval of Council Adopts IDP and Budget 1. Preparing for IDP PERFORMANCE
MANAGEMENT
IDP
IMPLEMENTATION
PUBLIC PARTICIPATION
1.3 Process Followed
In August 2009, the Emthanjeni Municipal Council approved the IDP Process Plan and Budget Schedule, detailing the process for the IDP and Budget development for 2010/2011.
In accordance with the provisions of the Process Plan the IDP was reviewed and further developed through the processes detailed below:
• An IDP Representative Forum meeting was held on November 2009 and March 2010, where progress over the last year was considered and the IDP Process Plan was presented.
(Membership of the Representative Forum is detailed in Annexure B)
• Council Strategic Session in 2009, held in De Aar
• Strategic sessions were convened with emerging farmers, tourism sector and young people of the entire municipality, led by councillors and officials
• Finally, a series of further engagements will be undertaken during April/May 2010.
• The final IDP and Budget for 2010/2011 must be presented for adoption by Council by the end of May 2010.
• Submission of the IDP to the MEC of Local Government for comments.
• The adopted IDP will be advertised for public comments.
• In addition to the IDP Rep Forum that was established, Council have established the IDP Steering Committee. The purpose of these is to ensure that the review and implementation of the IDP is driven by these structures.
• Council Meets the People are conducted 4 times a year in all the wards.
• The IDP / Budget input meetings for 2010/2011 were held during the month of February and early March 2010 in all wards.
• Attended the Provincial IDP Evaluation Session in Upington 19 March 2010 Other processes followed:
• General discussions and meeting with members of the IDP Steering Committee.
• Liaison with various government departments and stakeholders.
• Consideration of the MEC’s comments on the IDP.
• The MTAS engagements unfolded in March 2010.
SECTION B: SITUATION ANALYSIS
1. EMTHANJENI MUNICIPALITY PROFILE 1.1 Emthanjeni Municipality in Context
Emthanjeni, and especially De Aar, is renowned for its central location on the main railway line between Johannesburg, Cape Town, Port Elizabeth and Namibia. De Aar is situated in the Northern Cape Province, with an approximate population of 991919 people (census 2001). The Municipality is further situated in the Pixley ka Seme District Municipality with an approximate population of 164412 people (census 2001), this represents 16, 92% of the Northern Cape population. The Municipality is also situated approximately 300km south west of Kimberley, 440 km south east of Upington, 300 km north east of Beaufort-West and 300 km south west of Bloemfontein.
Hanover lies approximately 65 km east of De Aar on N1 main north to south route.
Britstown is situated about 55 km west of De Aar on the N12 route. Both these main routes link Johannesburg and Cape Town. The towns of Emthanjeni lie in an extensive stock farming area with the emphasis on sheep, mutton and wool farming, especially Merino’s.
Emthanjeni Municipality, specifically De Aar, is the seat of Pixley ka Seme District Municipality; the Municipality further hosts all Government Departments.
Emthanjeni Municipality covers an area of approximately 11390km². Emthanjeni comprises 11% of the district land area and 3% of the province. We further represent approximately 23% of the district’s population.
Distances from major centres in South Africa:
• Johannesburg : 750km
• Pretoria : 810km
• Cape Town : 748km
• Bloemfontein : 315km
• Port Elizabeth : 502km
De Aar has the following residential areas:
• De Aar-West
• De Aar East
• Nonzwakazi
• Waterdal.
Britstown has the following residential areas:
• Jansenville
• Mziwabantu
• Britstown (town)
• Proteaville
Hanover has the following residential areas:
• Kwezi
• Nompumelelo
• Joe Slovo park
• Tornadoville
• Hanover (town)
Geographical Features and Natural Resources Climate
Emthanjeni Municipality is situated in the Northern Cape Province, which has a semi-arid climate; specifically in the Pixley ka Seme Region which has summer rainfall, occurring mainly in the late summer months. The area has warm summers and very cold winters, with temperatures varying from high 30°’s in January/February to below freezing in June/July. The region is subject to periodic droughts which have a serious impact on the surrounding farming areas and on the economy of the towns.
Rainfall : approximately 300 mm per annum
Lowest minimum temperature : minus 10˚C Highest maximum temperature : 40˚ C Average summer temperature : 24˚ C
Average : 14 humidity 43 %
Physical Characteristics Water
The towns of Emthanjeni Municipality obtain water from 68 boreholes and two fountains, divided into 4 borehole schemes. The monthly capacity of the fountains varies according to the rainfall. The water quality is hard and presents problems for bathing, washing and electrical appliances.
The municipality is embarking on further drilling of new boreholes.
Minerals
De Aar and the surrounding area does not have any economically viable mineral deposits, as far as can be ascertained. Recent studies indicate the possibility of uranium deposits in the area (Hanover). This can only be ascertained after elaborate studies are conducted.
Vegetation
The vegetation is typical of the Karoo region with Karoo bushes and grass as the dominant features. Lone thorn trees occur in limited areas. Alien vegetation and weeds: various alien plants and trees are to be found in the Emthanjeni Municipal area on private and municipal property.
Examples found in the areas:
Silver-leaf bitter apple(De Aar sports ground and De Aar East)
Spiny Cookle Bar(Waterdal and Commonage)
Jointed cactus
Oleanders (Mostly private properties and parks)
Prosopis trees (Commonage, private and municipal properties, parks etc.)
Syringa trees Flood lines
No perennial rivers are to be found in the immediate vicinity of the towns. All storm water channels are local and the catchments area is limited to the immediate vicinity of the towns De Aar experiences problems with storm water in the streets and subway due to a lack of proper storm water drainage.
Air
The quality of air in the Emthanjeni Municipal area can be described as good. In comparison with the pollution in other urban centres, air pollution is minimal.
Problems such as acid rain do not occur in Emthanjeni Municipal area. Pollution from industries is kept to a minimum. Dust pollution does occur in the Karoo to a certain extent, due to the sparse vegetation and low variable rainfall.
Brick making kilns in Hanover cause air pollution and are potentially not licensed or approved. To address this DME and DTEC must monitor compliance and enforce the law.
Spatial Analysis
The following is based on the Spatial Development Framework adopted by the municipality;
To start with, the National Spatial Development Perspective (NSDP) provides a framework for future development by reflecting localities of severe deprivation and need, resource potential, infrastructure endowments as well as current and potential economic activity through descriptions of key social, economic and natural resource trends and issues shaping the national geography. It acts as a common reference point for national, provincial and local governments to analyse and debate the
comparative development potentials of localities in the country by providing a coarse-grained national mapping of potential.
Flowing from the NSDP are the following narrative principles used as guide by all spheres of government when making decisions on infrastructure investment and development spending:
¾ Economic growth is a prerequisite for the achievement of other policy objectives, key among which would be poverty alleviation.
¾ Government spending on fixed investment is beyond the constitutional obligation to provide basic services to all citizens, such as water, electricity as well as health and educational facilities, focusing on localities of economic growth and/or economic potential to attract investment, stimulate sustainable economic activities and create long-term employment opportunities.
¾ Efforts to address past and current social inequalities focusing on people, not places. This aims to create a balance between exploiting the potential of localities with high levels of poverty and development potential through fixed capital infrastructure as well as localities with low development potential and government spending. Government should focus on providing social transfers, human resource development and labour market intelligence.
¾ Over coming spatial distortion of apartheid. Future settlement and economic development opportunities should be channelled into activity corridors and nodes that are adjacent to or link the main growth centers. Infrastructure investment and development spending should primarily support localities that will become major growth nodes in South Africa to create regional gateways to the global economy.
From the principles of the NSDF discussed above, the NSDP provides a sound basis for the integrated spatial development framework (SDF) of the Emthanjeni Municipality and is an indicative guideline that should promote dialogue and co- ordination between departments and spheres of government about the region’s spatial priorities.
On this premise therefore, the plan provides a framework for deliberating the future development of the region’s space economy, and recommends mechanisms to bring about optimum alignment between infrastructure investment and development programmes within the municipal area. It is not a development plan, nor does it predetermine what should happen where, when and how. Instead, it utilizes principles as common notions of need potential as a common backdrop against which investment and spending decisions should be considered and made. The plan can therefore be regarded as a coherent set of policies and guidelines that will guide all development that has an effect on the way land is used.
Key to the SDF of Emthanjeni Municipality are the spatial structuring elements which link to NSDP, the Northern Cape Provincial Growth and Development Strategy (NCPGDS) and the District Growth and Development Strategy (DGDS) and these include development corridors and nodes. This is necessary in order to create a framework of investment confidence that facilitates both public and private sector investment within the region.
During the compilation of the SDF, Emthanjeni Municipality took a decision to strengthen its institutional arrangements and structures to support synergy and integration of provincial priorities and programmes.
Therefore the following integrated spatial development framework principles have been included in the plan to guide spatial planning, land use management and decision-making in the Emthanjeni municipal area:
¾ Priority investment in new and existing areas must be made to upgrade and develop localities with greatest economic potential.
¾ The use of resources for infrastructure development and operation must be balanced with the carrying capacity of ecosystems, so ensuring the wise use of natural resources and environmental service areas.
¾ Integration needs to take place mainly along transport corridors (N1, N12 and N10), from localities of concentrations of the greatest need for development towards areas of the greatest economic potential to facilitate spatial integration, particularly of displaced settlements, with areas of opportunity and potential.
¾ Investment should focus on the development of people through skills development and access to knowledge opportunities for communities with high developmental needs but low economic livelihood potential. This will facilitate choice and the ability to move to areas of greater potential, which is the result of continued investment in ‘place’ rather than people in areas of low economic potential.
¾ The intensity and diversity based on the level of economic potential of an area incorporates greater intensity of investment in higher-density development forms, the provision of a bigger range and diversity of investment types and supporting services as well as a greater mix of income levels and activities. The type of investment is focused on addressing the extended and diverse needs of a range of people, including the elderly people with disabilities, child-headed households, single-headed households and migrant families.
¾ Affordability in terms of income levels was considered in relation to the different investment products. For example, lower-cost housing products are targeted in localities with higher levels of lower income need while more higher-density, higher cost housing products are targeted in areas of higher- income need.
¾ Clusters of investment in all human settlements offers a range of social, economic and recreational opportunities. Clustering opportunities in nodes or along the identified development corridors in growth centers as proposed in the plan will increase accessibility and maximize the economies of scale.
All the above then transform into objectives around land management namely:
• Ensure availability of minimum acceptability level of infrastructure and services throughout the municipal area.
• Improve capacity in service delivery.
• Create an efficient and integrated settlement pattern in Emthanjeni Municipal area.
• Well structured network system allowing for ease of movement.
• Efficient and effective links between pertinent nodes, products and services.
• To develop and implement an appropriate land use management system.
• Facilitate security of access to land for development.
• To adhere to sound environmental practices and to protect environmentally sensitive areas.
Finally, land management guidelines have also been developed in the SDF primarily to control and manage the future spatial development of the region.
Historical Overview of Emthanjeni Municipality De Aar
De Aar means “the artery”, and in many senses this town is the lifeblood of the Karoo. It’s the head office of the Emthanjeni and Pixley Ka Seme District Municipalities; home to many artists; there’s an important weather station that can be toured by visitors, and it’s the second most important railway junction in the country. The significance of its situation on the railway line is because it’s central to Gauteng, Cape Town, Port Elizabeth and Namibia.
There are about 110km of railway lines, including 29 rail-tracks in De Aar’s precincts. However, “De Aar” founded in 1904, was so named because of the many water-bearing arteries that occur underground. Unlike many other Karoo towns, it did not start around the Dutch Reformed Church, but in fact started around the railway line.
De Aar has the largest abattoir in the Southern Hemisphere and supplies all the major centres throughout the entire country with the famous “Karoo” lamb and mutton. Apart from meat production, the sheep farms around De Aar are also major suppliers of wool. All the water used in the town comes from boreholes – which is why the town is known for its large number of wind pumps. The town is easily accessible by tarred road, two airfields serve it – one is an all-weather runway that can accommodate any type of aircraft and it’s only 52km away from the national bus route.
Hanover
This attractive and historic little town on the N1 lies more or less halfway between Cape Town, Gauteng and Kwazulu-Natal. It was established in 1854 at the base of some rocky hills on the farm Petrusvallei, which was bought from Gert Gous. He requested that the town be called Hanover, after his great grandfather’s town in Germany.
When declared a magisterial district in 1876, the town was very fortunate to be appointed with a far-seeing magistrate, Richard Beere. He insisted that trees be planted so that resident’s descendants would have shade. Due to the increase in water consumption caused by an increase in residents, the spring that Hanover was built around dried up, and the number of trees seen in the town today is far less than 100 years ago. Beere loved the Karoo and spent a lot of time on the summit of Trappieskop, where a stone pyramid honouring his contribution to the town was erected when he died.
The older houses were all built right on the road edge – as per authority’s instructions at the time – and when, in later years, homeowners built on verandas,
they had to pay a one shilling tax for this privilege. Today, they are still paying this tax, which is now R17, 00. Hanover was home to Olive Schreiner – well known South African author – who lived here from 1900 to 1907, and referred to it as “the prettiest little village I have ever seen”. Her husband, Cron, was an agent in town and today his offices are used as a small guest house. Like many small Karoo towns, most of the streets are not tarred and the residential areas are very quiet.
However, behind garden walls and front doors there’s plenty of activity going on as the industrious residents carry out their daily business.
The town is home to a variety of artists and craftspeople, as well as having several restaurants, a delightful bookshop, coffee shop and a museum. Interesting Karoo architecture is to be seen and many gardens have a wind pump standing sentinel in one corner. Surrounding farms are principally Merino sheep farms, with many of the country’s best breeders farming in the Hanover district. Lesser Kestrels, from Europe and Central Asia, come to nest in trees around town, and can be seen gliding in the dawn and dusk sky from late October to the end of summer.
Britstown
It was in the heady days of The Great Diamond rush in the year of 1877 that Britstown came into being. Fortune hunters paused here in their frenzied dash to the fabulous diamond field, and a settlement mushroomed to provide fresh horses, fodder, refreshment and accommodation. Soon even a concertina virtuoso made music for happy dancers lubricated by the local brew. First the Fuller and Gibson coaches and then others stopped here. But by the time Britstown gained municipal status in January, 1889, a railway line already snaked across the Karoo plains to carry would-be diamond diggers through to Kimberley.
Emthanjeni Municipality Population
According to Statistics South Africa, the total population of Emthanjeni Municipality was 35549, composed as follows:
Table B1: Population
AREA AFRICAN COLOURED ASIAN WHITE TOTAL
DE AAR
Male 3543 7181 21 1637 12384
Female 4014 7766 12 1841 13635
Total 7556 14946 33 3478 26019
BRITSTOWN
Male 400 1306 1 138 1846
Female 398 1617 2 160 2178
Total 797 2922 3 298 4024
HANOVER
Male 756 421 1 95 1274
Female 866 453 1 100 1421
Total 1621 873 2 195 2695
EMTHANJENI
FARMS
Male 252 971 0 249 1473
Female 184 947 0 206 1338
Total 435 1917 0 455 2811
EMTHANJENI TOTAL
Male 4951 9879 23 2119 16977
Female 5462 10783 15 2307 18572
Total 10413 20662 38 4426 35549
Source: Census 2001
Emthanjeni has a total population of 35549 and is currently a category 3 Municipality. The recent Community Survey (StatsSA) indicates that the total population has increased to 38228.
Households
Household in Emthanjeni Municipality in 2001 stood at 8621 (Census 2001) the Community Survey conducted in 2007 indicates 9489.
The following table indicates percentage distribution by type of main dwelling.
Table B 2:
Census
2001 CS
2007 House or brick structure on separate stand or yard 86,9 90,1 Traditional dwelling/hut/structure made of traditional
materials
2,5 0,4
Flat in block of flats 1,4 1,8
Town/cluster/semi-detached house (simplex: duplex:
triplex)
0,8 3,1
House/flat/room in back yard 1,3 0,7
Informal dwelling/shack In back yard
Not in back yard e.g. in an informal/squatter settlement
1,8 4,8
1,9 2,1 Room/ flatlet not in back yard but on a shared property 0,4 -
Caravan or tent 0,1 -
Private ship/boat 0,0 -
Workers’ hostel (bed/room) - -
Other - -
Total 100,0 100,0
Ages Categorization
Table B: 3 Details the age split within the population. The percentage of the population aged 20 – 65 is effectively the biggest margin illustrating the increased number of people looking for employment opportunities.
Table B 3: Ages categories
Categorization by Age grouping
Population Size Total
Population
% of TLF F&M
Female Male
0 – 19 7735 7508 15243 42.9%
20 – 34 3913 3908 7821 22.0%
35 – 64 5612 4754 10366 29.2%
65 and above 1312 797 2109 5.9%
18572 16967 35539
Source: Census 2001
2. ECONOMIC ENVIRONMENT
In reviewing and analysing the economic environment in Emthanjeni Municipality it is apparent that the Municipality lacks comprehensive and accurate economic data.
Emthanjeni Municipality has developed a strategy which we are now finalising.
The Emthanjeni Municipality Local Economic Development Strategy was developed with the aim of accelerating growth, job creation and empowerment. The plan is not an independent plan, but rather set out medium term goals in support of the achievement of overarching objectives of the IDP.
Key attributes of the strategy:
• Installation of professional acumen
• Improved service delivery
• Deepened democracy
• Public / Private partnerships
2.1 Emthanjeni Municipality’s Economy
De Aar is the main town of Pixley ka Seme serving a total of 24 other towns. De Aar is also the venue of the annual Central Karoo Show which takes place in January - February each year, and is a red letter event, drawing entries from all over the country.
De Aar is a potential industrial growth point with ample industrial sites, reasonable prices and tariffs, affordable labour and the necessary infrastructure. De Aar is therefore the ideal place to establish industries, a fact which can be borne out by various major industries which have already established themselves here. The central location and excellent rail and road links have resulted in several chain stores opening branches.
The Emthanjeni area is increasingly becoming the centre for supplying the whole country with the famous “Karoo” mutton with its unique flavour and quality.
Emthanjeni has several abattoirs in De Aar: one solely for sheep with a capacity of 1000 carcasses per day, supplying meat to all the provinces. The second abattoir has a capacity for 550 sheep carcasses and, in addition to beef, supplies meat far beyond our region, even as far a field as Durban. The third abattoir specialises in venison for export.
All the courier services operating nationally serve the towns comprising Emthanjeni municipal area.
There is also a synoptic weather station in De Aar gathering climatic data and literally putting De Aar on the world map. The towns of Emthanjeni Municipality boast a pleasant country atmosphere, doing full justice to the motto of the Upper Karoo Region “where tranquillity is only surpassed by the hospitality”.
Sheep, wool and mutton are the main farming activities in Britstown while hunting of small game (springbuck) is also very popular.
The Smartt Syndicate Irrigation Scheme situated 25 kilometres west of Britstown, provides water to Lucerne and wheat farmers. There is a museum in the former Anglican Church next to the Municipal offices.
Hanover is also well endowed with qualified construction industry artisans. Like the other towns in this region, wool is exported to Port Elizabeth without being processed. We note with great concern the opportunities for local people in relation to the second economy but we also further identified the need for the municipality to become involved with the empowerment of SMME’s and the roll out of cooperatives. This should enable the second economy initiatives to become active contributors to the economy of Emthanjeni as well as the entire district.
2.2. Investments
The Emthanjeni Municipal Council has worked towards a sustainable Local Economic Development Strategy which would be aligned to the Provincial Growth and Development Strategy. The aim of Local Economic Development is to create employment opportunities for local residents, alleviate poverty, and redistribute resources and opportunities to the benefit of all local residents. It is therefore very important to know that Local Economic Development is an ongoing process, rather than a single project.
The Council and the Local Economic Development Unit is constantly in discussion with members of the community and developers about new projects and developments. The smallest project or business concern is equally as important as major developments. The prospect of a new hospital has certainly created an upsurge in interest and development in Emthanjeni Municipal area. To date there was no movement on the investment we already received. Residential erven in Rantsig are also in high demand. Assessment rate rebates are also offered for new developments. It is worth mentioning that delays with the completion of the Hospital are causing investors to be sceptical to invest in the area. We are, however, also in the preparation stage with regards to Urban Renewal Strategy to deal with the segment of improving the economy by concentrating on the improvement of our townships and closing of buffer zones.
The municipality is involved with renewable energy sources for the area, possible investors were identified already.
Areas where Council wants to contribute to increase the economic value of Emthanjeni Municipal area are as follows:
• Upgrading of existing buildings and ensuring that dilapidated private property is addressed.
• Cleaner public environment
• Additional parking
• Provision of public toilets
• Promotion and marketing
• Tourist attractions
• Attracting new businesses to Emthanjeni
• Transportation (air, rail and road)
• Promotion of BBBEE
• SMME Development
• Quest for alternative energy sources
Other future planning and projects which Emthanjeni also concentrate on to increase Economic Development are:
• Development of N10 Corridor.
• Upgrade of landing strip
• Hanover and Britstown sewerage sites.
• Revitalization of Rail
• Upgrading of Nature School (Poortjie)
• Development of industrial sites (Hanover / Britstown).
• Urban Renewal Programme (Renewal of Townships)
• Town Houses and Chalets Development (near new Hospital)
• Lucerne Project
• Toilet Paper Plant
• Upgrading of Museums and Caravan Parks.
• Chicken Farm
• Paragliding (extreme sports)
• Water Purification
• Iron, Ore and Manganese Smelter Plant
• Upgrading and maintenance of parks in Emthanjeni
• Accommodation and Conference facilities
• Amusement and Fun park
• Logistics hub
• Renewable Energy hub
The rate of unemployment within the area of Emthanjeni Municipality is extremely high and according to the Stats SA the levels are as follows:
Table B 4:
BASIC ECONOMIC DATA (STATS SA - CENSUS 2001) EMPLOYMENT
CATEGORY FEMALE MALE TOTAL
% OF TLF
% OF
POPULATION
F & M F & M F & M
EMPLOYED 3178 4271 7449 33.3% 21.0%
UNEMPLOYED 2848 2320 5168 23.1% 14.5%
NOT
ECONOMICALLY
ACTIVE 5538 4182 9720 43.5% 27.4%
Total Labour Force
(TLF) 22,337
Major Economic Sectors
The major economic sectors within the area of Emthanjeni Municipality are as follows:
• Services sector (Community)
• Manufacturing
• Retail
• Agriculture
• Transport
• Tourism
As a result of Transnet scaling down its activities as well as smaller businesses closing down from time to time economic activity in the area is stagnating. The future economic attractions/planning for Emthanjeni area are:
• The new Hospital
• N12 new garage (Britstown)
• Possible upgrading of railway station (Revitalization)
• Development of Industrial sites in all three towns
• Renewal of more residential sites in all towns
• Town houses and chalets
• Development N10 corridor (development of strategy)
• Water pipeline from Orange River over 15 years
• Shopping complex and filling station opposite new hospital.
• Renewable energy hub
• Logistics hub 2.3 Agriculture
Currently there is not a great deal of development in the area but numerous possibilities exist which could still be investigated. The most important economic activities in the area are related to agriculture and the future possibilities of processing local products in the area. The central location and excellent transport system linking Emthanjeni with the rest of the country are some of the main advantages of the region. Further potential exist for gaming.
2.4 Tourism
The tourism sector could provide large returns for local residents with initiative, expertise and creativity e.g. like the processing of horns from game into various products. The Municipality has developed a Tourism Strategy as a new paradigm for tourism was required. It presents improvement in tourism and critical projects to turn the sector around.
2.5 Commonage
We further should be in a position to provide much more assistance to the emerging farmers who show keen interest in growing in the industry. The municipality is providing land for the emerging farmers to further their aspirations but much more is required to ensure that they actually meet their targets.
Emthanjeni Municipality have also applied for additional land from the Department of Rural Development and Land Reform due to the demand of commonage (measuring 2669.181 HA). The beneficiaries will lease the land from the state.
The Smart Syndicate Dam could possibly provide a permanent water supply to the area in future, if it were possible to realise its potential.
3. CROSS-CUTTING ISSUES 3.1 Youth Development
This domain has not been central to the priorities of the municipality, but with the introduction of a fully fledged Council Committee on youth this is starting to change.
We have been able to ensure that a dedicated person is appointed to lead youth development in the municipality. What will transpire in the municipality is that a local youth council will be established to take forward the interest of young people.
The Youth Unit will be beefed with the central task of improving youth development.
The Council has agreed to prioritize youth development.
Children
Children form a critical component of young people and require just as much attention. It remains high on the agenda of the committee and that we should find ways of engaging the Education Department and Social Development Department as to what should be our different roles.
We are also waiting on the transfer of the Youth Advisory Centre, currently under the control of the District Municipality, but the Municipality is earmarked to take over the management of the centre. The centre is providing the necessary services to the youth and we can only complement these services. We will continue to improve on the proportion that should or must be earmarked for the youth through the budget and IDP processes. We, however, require all the assistance that can be availed to the municipality to achieve its objectives.
3.2 HIV/AIDS Integrated Programme GUIDING PRINCIPLES
• All workers with the disease shall be involved in all prevention, intervention and care strategies.
• No worker / employee nor their families and colleagues shall be discriminated against due to their HIV status.
• The status of female employees / women shall be confirmed, to prevent discrimination against them.
• Confidentiality and informed consent of all employees with respect to HIV testing and test results shall be protected.
• Services provided, i.e. Education, counselling and health care should consider the sensitivity of employee’s culture, language and social circumstances.
• The municipality has a crucial responsibility to provide education, care and welfare to all employees.
• Capacity building will form the cornerstone to speed up HIV / Aids prevention and control measures.
A set of primary indicators and surveillance data
Emthanjeni needs a set of key indicators that can be used to track the overall response of the community to the epidemic. This means not only tracking the course of the epidemic over the next five years, but also tracking changes in attitudes, social values, health care practices, socio – economic conditions and behaviour that act as pre-disposing factors of the epidemic.
The following list of indicators is proposed as a combination of various indicators that collectively can be used to judge how well the community is doing in terms of tackling the HIV epidemic.
Where necessary, mechanisms to collect the required data will be developed.
General trends of the epidemic
• Prevalence of HIV amongst antenatal clinic attendees (using national sentinel surveillance procedure)
Youth
• Prevalence of HIV amongst antenatal clinic attendees below the age of 18 years (using national sentinel surveillance procedure)
• Teenage pregnancy incidence and rate Prevention
• Proportion of STD cases effectively managed using syndrome treatment in the community.
• Percentage of sexually active women using condoms
• Proportion of children leaving primary school who are fully informed of the causes and methods of transmission of HIV
Socio-economic indicators predisposing to HIV transmission
• Proportion of household living below the minimum poverty line
• Unemployment rate Abuse of women
• The number of reported rape cases
• The number of cases of workplace abuse related to employees contracting HIV Social values, human rights and acceptance in the community
• The number of VTC clients
• The number of homeless children, as a proxy indicator of the capacity of society to care for
• AIDS orphans
• The number of people “coming out” as people living with AIDS
Proposed objective-level indicators to use for the IDP:
• Prevalence of HIV amongst antenatal clinic attendees (using national sentinel surveillance procedure)
• Prevalence of HIV amongst antenatal clinic attendees below the age of 18 years (using national sentinel surveillance procedure)
• Teenage pregnancy incidence and rate
• What indicators for impact on families etc?
Strategies
These strategies should be emphasised:
• An effective, scientifically proven and culturally appropriate information, education and communication (IEC) strategy.
• Escalating accessibility and acceptability to voluntary HIV testing and counselling to all employees as well as the community.
• Improve STD management and promote increased condom use to reduce STD and HIV transmission among all employees and the whole community, more condom distribution.
• To provide a support system for all who live with the disease.
The Strategic Plan is structured according to the following four areas:
• Prevention
• Treatment, care and support
• Human and legal rights
• Monitoring, research and surveillance
In addition, the youth will be broadly targeted as a priority population group, especially for prevention efforts.
Priority Area 1: Prevention
* Strategy 1: Promote safe and healthy sexual behaviour
* Strategy 2: Improve the management and control of STDs
* Strategy 3: Reduce mother-to-child transmission (MTCT)
* Strategy 4: Address issues relating to blood transfusion and HIV
* Strategy 5: Provide appropriate post-exposure services
* Strategy 6: Improve access to Voluntary HIV Counselling and Testing (VCT)
* Strategy 7: Increase condom distribution (more condom points) Priority Area 2: Treatment, care and support
* Strategy 8: Provide treatment, care and support services in health-care facilities
* Strategy 9: Provide adequate treatment, care and support services in communities
* Strategy 10: Develop and expand the provision of care to children and
orphans
Priority Area 3: Human and legal rights
* Strategy 11: Create a supportive and caring social environment
* Strategy 12: Develop an appropriate legal and policy environment 3.3 Community Safety Programme
Community safety is an issue which places a demand on the entire community to act together in dealing with factors affecting and threatening the sense of well-being of each and every individual within the community.
Crime and fear of crime reduces the quality of life in communities and people enjoy life more when they feel safe. The fear of crime within communities has its origins from people personally experiencing crime, the realities of drug and alcohol misuse, being socio-economically disadvantaged and witnessing crime in the immediate neighbourhood.
Reducing crime within the municipal boundaries continues to be a high priority for the Emthanjeni municipality and partner organisations involved in making De Aar and the surrounding areas a safer place to live in.
Reducing particularly violent crimes, domestic violence, anti-social or immoral behaviour and tackling the harm caused by illegal drugs and alcohol misuse are some of the municipality’s priority.
The municipality also recognises that providing alternative facilities such as leisure, sports for young people as well as diversionary activities through a multi-agency youth crime prevention framework plays a part in preventing and reducing crime and anti-social behaviour.
